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What is High Performance Measurement? Should every organisation adopt this system? If not, what kind of organisations should adopt it if they wish to improve their performance? Explain how it should help them

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  1. Introduction.
  2. Definition of a concept.
    1. Offering an incentive structure that enhances motivation and commitment.
    2. An increasing workforce skill level.
    3. Providing employees with discretion and opportunities to use their skills in collaboration with other workers.
  3. Should High Performance Management be applied universally?
  4. High performance Management in Learning and Lean Organisations.
  5. Conclusion.
  6. References.

The evolution from the notion of Manpower Management to the concept of Strategic Human Resources Management has made it fashionable to say in organisations that people are the greatest asset. But it can be hypocrite to make such a hollow statement, given the lack of tool to measure accurately the value added to an organisation by its employees. Among the few existing tools, fordism was during the first half of the XX century the dominant form of Manpower Management to reach high productivity. In the decades after the World War II, critics arose against this dominant organisational paradigm, which led to High Performance Management being presented in the literature as a new ?one best way' destined to replace Fordism. This has been supported by a growing body of evidence from the literature which apparently demonstrates a positive correlation between the use of high performance work practices and organisational performance.

[...] (ed.) Research in Personnel and Human Resources Management, Vol Oxford: Elsevier Science. Ericksen, J., Dyer, L., (2005), ?Toward a Strategic Human Resource Management Model of High Reliability Organisation Performance?, International Journal of Human Resource Management, 907-28. Raghu, G., Karnoe, P. (2001) ?Path Dependence and Creation.? In Path Dependence and Creation, edited by R. Garud and P. Karnoe. London: Lawrence Erlbaum Associates. Godard, J. (2004) Critical Assessment of the High Performance Paradigm?. British Journal of Industrial Relations, 42:2, June pp. 349-378. [...]


[...] Employees would also be more likely to adopt behaviours not rewarded by the High Performance Management System, but nonetheless critical to the organisational success (Arthur p673). This would reduce employee turnover and increase performance. These three types of policies are however challenged by Becker and Gerhardt (1996, p784) who criticise the lack of measures to verify how valid a High Performance Management strategy is. Their analysis of the literature shows namely that a best practice defined by Pfeffer, for instance variable pay, can either be negatively or positively correlated with the performance of the organisation. [...]


[...] Conclusion To conclude, High Performance Management is a valuable concept to certain types of organisation, if supported by a minimum number of policies which, added together, enhance the value creation and the performance of an organisation. The essential value of High Performance practices is that they enable organisations operating in an uncertain environment to acquire and protect a sustainable competitive advantage which is locked in its human resources. Applying High Performance Management strategically to the workforce could help ensure that the organisation implements an inimitable pattern for success. [...]

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